April 26th, 2006
Good Advice
In an article at SearchCIO, Linda Tucci describes a massive, $1.9B IT outsourcing deal between DuPont and CSC. The article includes great lessons for any CIO:
First was having a capable, dedicated integration team that "was comfortable with ambiguity," [according to Maryann Holloway, DuPont director of global alliance management and IT operations]. People who "don’t have to have quick, concise answers" are a big plus in a complex, politically charged project. Second was sponsorship from senior management, right up to an engaged CEO. The third factor was having clear business objectives and an understanding of why the task is being undertaken keeps the project on track. The transition also depended on corporate IT being "more transparent" with its pricing, which helped force the provider to be more transparent and helped drive behavior in the business units.
Well, that’s unusual — folks who are actually going about things in the right way. Hats off to DuPont.
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Michael Krigsman is CEO of Asuret, Inc., a software and consulting company dedicated to reducing software implementation failures. Click here to discuss this post with him on Twitter. See his full profile and disclosure of his industry affiliations.
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